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• Studying further in higher education as a human capital investment

  134-144

  Hajnalka Fényes

  Márta Mohácsi

  Views:

  105

  In our paper, we examine the motives of further studies in higher education among higher education students, as well as how socio-demographic variables modify these motives. Our research method is quantitative. We used a research database gathered in the historical Partium region in 2014 (N = 1792). The theoretical backgrounds of our research are the human capital theory and Bourdieu’s capital conversion model. Based on ten motives of further studies, we made a cluster analysis and examined the relationships of these clusters and the socio-demographic background variables. Our finding is that the most important motive of further studies among students was expanding knowledge. Therefore, the motive of getting higher wages in the future, which is the central aspect in the human capital model, proved to be of minor importance. Based on the capital conversion theory students wanted to gain cultural and social capital when they decided to study further, as both can be profitable for them in the future. However, while the motives of further studies were affected by the social background of students, contrary to our hypothesis, financial motives were not more important for those students coming from disadvantage backgrounds than for other students

• Functions of global career management

  49-64.

  Szondi Reka

  Views:

  69

  Maintaining competitiveness is one of the long-term strategic goals for companies. Beside
  tangible and intangible assets, the value of human capital is continuously growing, due to
  changes in the labour market. A loyal, highly skilled employee makes a significant contribution
  to organizational success through competencies, experience, and skills. The career management
  system of multinational companies became more attractive by the possibility of international
  assignments, which is a very complicated process requiring complex planning. This system is
  considered global for several reasons: its transnational nature, international experience gained
  by the employees and the achievable career on a global scale for the individual (as a part of a
  successful process).
  Creating a global career management system thus involves a number of HR functions.
  Emphasis should be placed on finding suitable employees, selecting, onboarding, mentoring, on
  methods and the evaluators in the performance appraisal process, providing feedback on a
  regular basis and in an appropriate manner, achieving and maintaining motivation, developing
  competencies and supporting the balance in mental health.